Business Change 4.0

Master the Company Lifecycle | Lead/Manage Through Change | Solve Problems

The ALPHA Project 4.0

A comprehensive change management, accelerated growth and organisational development methodology

Team | Collaborate

Real-World Practical

Innovate | Synergise

Implement Decisions Successfully

Designed for 'Full-Time' Companies

Action Plan | Results

What company engagements can include

Different ranges for different results.
Access to all or one Project.
Meeting options: In person or weekly, monthly or quarterly sessions (Zoom or other related platforms).
Growth Methodology Principles/Fundamentals.
Synergistic Team Building.
Specific Subsystem Diagnostic
Informal Assessments/Diagnostic.
Decision Making and Implementation.
Stages, Transitions and Traps.
Styles, Teams and Conflict.
Identify/Solve Points of Improvement.
Growth Improvement Action Plan.
Prepare Implementation.
'Mine for growth' to achieve results in 30-60-90 days.

*+10% revenue growth after one year.
+25% average EBITDA increase after first year.
+43% top quartile sector growth in EBITDA after one year

*Data demonstrating business results from using Company Lifecycle Methodology

Specialised change/growth role: C-Suite, MD, Directors and Senior Managers, Corporate Function Discipline Head (CFDH), Head of Lean & Continuous Improvement, Head of Change Management and Head of Corporate Change & Continuous Improvement.

Situation #1: Organisation ‘existential need’ to proactively develop role/business activity to grow and scale (typical problems-opportunities).
Situation #2: Organisation ‘existential crisis’ forced to invest effort, money and time ‘firefighting’ reacting to problems/challenges beyond capacity/capability to control (abnormal problems/traps/prematurely ageing).
Situation #3: Organisation opportunity to M&A or Exit-Transition and need to accelerate growth, scale, EBITDA or value creation (typical problems-opportunities).
Situation #4: Key senior management/ team are reactive to problems/challenges beyond beyond capacity/capability to deal with.
Situation #5: Using future focused and/or non customised solutions, which treat all businesses as equal when they are not (i.e. fast growth, stagnant plateau or disintegration/ turnaround).
Situation #6: Transitioning from strategy/process/technical optimisation to people/performance optimisation (i.e. from Lean, Six Sigma and Agile process to leadership/management capacity and capability building engagements).

Ensure value for investment by using ‘tried & tested’ ‘best in class’ methodologies or solutions.
Double business valuation (EBITDA) in accelerated time scale (1-2 years).
Diagnose business holistically (problems, symptoms and manifestations).
Solve difficult problems and deliver opportunities at the current company lifecycle stage.
Prepare team(s) for the next company lifecycle stage.
Build capacity to work ‘in’ (day-to-day) and ‘on’ (strategy) business.
Predict future problems to allocate resources.
Stop day-to-day ‘fire fighting'.
Balance entrepreneurial drive with structured management.
Manage resource constraints caused by new opportunities and fast growth.